How To Optimize Production Efficiency By Using Process Optimization In Garment Enterprises

Industries occupy half of China's private enterprises and become the world's largest exporters and production bases of clothing.

In recent years, during the training of garment enterprises in Jiangsu and Zhejiang provinces, they often communicated with workers in the workshop and did on-site counselling. It was found that most enterprises were short of labor and employment, and idle equipment accounted for more than half, and the cost of enterprise management increased.

At the same time, it was found that the daily output of the group line was lower than that of the previous years. The front-line staff turnover was new and old. The new recruits mostly came from young people aged 20-23 years old in poor mountainous areas. Most of them had no working experience, no operation skills, and the quality of products dropped significantly. Due to the delay in delivery, the cost of air pportation increased year by year, and garment production enterprises almost survived in the cracks.

Faced with such a great pressure, clothing enterprises must start from internal management to survive and develop, strengthen production process cost control, improve work efficiency and process rhythm of unit time, start from details, and dig deep potentials.

The low production efficiency of garment enterprises can be summed up as follows:

1., the production department managers have insufficient planning co-ordination and execution, and the preparatory work is not enough enough.

Often because the surface accessories can not be in place as scheduled, breaking the original production plan and delivery time.

This phenomenon has not been solved for a long time, so the production manager (factory director) has not begun to make detailed plans. In their opinion, it is the same for them not to make plans. The result is still where to think of it, and if the delivery time is not up to date, the workers will be required to work overtime.

All this is because the purchasing department is controlled by the relatives of the boss, and the production manager is helpless.

2. the production process is not well planned and butted, and the operation process is not standardized (for example, the procurement cycle of auxiliary materials, the operation process and quality control of printing and embroidering chips), which often leads to the interruption of the production line and the downtime of the employees.

3. most middle managers and team leaders in most garment enterprises have not enough basic skills to compile processes, calculate standard working hours, and calculate the process tempo and so on. When the product is on the line, the capacity can not be predicted.

4. most enterprises have opaque, undisclosed and unfair phenomena. There are individual enterprises operating in black box, employees doing more and doing less, employees with ability losing, production efficiency being very low, and delays in delivery due to air freight.

5. preparatory work, such as: confirmation of technical data, process and confirmation of surface and accessories samples, has not been completely solved. Instead, it has been left behind in the production line to be found, resulting in batch repair and scrapping. As a result, the cost is increased, and the staff and group leaders complain that the production efficiency is significantly reduced.

These are the fatal weaknesses of export enterprises and domestic brand enterprises. The confusion of internal management directly affects the output value and profits of enterprises.

Can the existence of these problems be improved through internal management and training and process optimization? The answer is yes.

Because since the reform and opening up, most of the top managers of Chinese garment enterprises have experienced the management mode until now. They have not received the training and study of the management system of garment enterprises, and these problems can also be understood.

With the acceleration of the globalization of the market, garment enterprises are forced to join the international market competition. Facing the cruel reality, they have to reflect and reflect. How to survive and develop in the competition is a compulsory task for every Chinese garment enterprise owner.

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Market competition is the market. No one of us can change his track. And we have the ability to change our concepts and consciousness, change our thinking mode and improve our ability to participate in market competition. How can we do this? Hope that the following suggestions can help garment enterprises to find out the basic train of thought and method to solve the problem.

1. the production manager (director) needs to work out a plan conscientiously. Such a plan is not a subjective desire of the individual, but also a production target set by the team.

From the company's annual plan to the monthly plan of the branch plant and workshop, the daily production quota plan of the team and the daily production plan of the employees, the production schedule and team production daily report of each group are worked out through the measurement and calculation of the standard working hours and the calculation of the per capita daily output.

To complete this work, the procurement supply department, technology department, production director and team leader are invited to participate in the discussion to ensure that the communication and feedback must be accurate and timely.

The production manager (factory director) must make decisive decisions, and always emphasize service consciousness and execution from top to bottom, so that the plan can be effectively realized.

The 2. subsidiary supply department is the key department that affects the production efficiency, and the procurement progress must be carried out according to the production planning cycle.

Purchasing accessories should be stored in sequence according to the needs of the production line, and the warehouse should be counted out in advance, checked and confirmed, and assigned to teams and groups to ensure the normal running of the teams.

3. the supply and poor quality of printed embroidery pieces have seriously affected the production efficiency of the teams and groups.

The progress of printing and embroidery pieces should be connected with production. The production manager (factory director) and the printing factory have reached a consensus, and arrange full-time merchandisers to follow up to the embroidery factory.

Every day, the printing factory must complete the printing volume according to the daily production demand of the factory, so as to ensure that the teams and groups fulfill the quota quota every day.

Many factories are unable to guarantee the quality of the printed sheets back to the factory. Therefore, the output targets of the teams and groups can not be completed, and the employees are waiting for the group leaders to change their money continuously, which seriously affects the production efficiency.

4. the production manager (factory director) should have a good grasp of the work. Every day, according to the production plan, inquire about the quantity of the surface accessories, the progress of the technical department, the progress of the sample, the progress of the process, the inspection report of the warehouse, and the test reports of all the indicators. It is found that the problems will be immediately adjusted and planned, and the group discussion will take emergency measures, respond quickly, decide decisively, and command in place, and establish an effective quick reaction mechanism in the enterprise.

5. the functions of factory directors, workshop supervisors and team leaders should be clear, and the division of work is fine without leakage. Responsibilities of different roles are different, and the key points of work are also different.

Each post should be considered in a high-level leadership perspective. Communication, coordination and coordination must be active and harmonious.

The director of the factory should take the initiative to inspect the scene. The supervisor should help the leader of the class to make suggestions. The leader of the class should train the staff's operation skills while guiding the staff to operate correctly.

Instead of putting pressure on employees, complaining, blaming, evasive and wrangling.

6. the rationalization of process assignment and the measurement of process tempo is the basic skill that the factory director, supervisor and team leader must possess.

For example, an order of 2000, processing fee of 5 yuan / piece, 20 sewing workers, and the average piece rate wage for sewing days is guaranteed 100 yuan / day. Please estimate that 2000 garments must be completed in a few days. This answer is very easy for the leader, but here is a sense of responsibility. A highly responsible leader should not only know and lead the staff to create achievements, but also care about whether the employees' income is to achieve their goals. Only in this way can the influence and centripetal force be established.

7. the clothing production process emphasizes the principle of reasonable division of labor and synchronized process rhythm.

The director, supervisor and team leader urgently need to improve the understanding of IE process analysis through training and study, analyze the difficulty and timing of the process from a scientific point of view, and plan a reasonable division of work by calculating standard working hours.

Therefore, strengthening the prenatal IE technology analysis skills and establishing learning organization has become one of the key projects of corporate culture.

8. the pparency and openness of single piece price has become the focus of attention of employees, which directly affects employees' personal income and team productivity.

It is suggested that the process sheet should be compiled by the team leader to determine the standard working hours for the IE technician in the technical department.

The statisticians input the day piece output of the employee into the computer (or install the magnetic card counting system). Employees can see their income every day. The end of the month is compiled into a payroll to check the employees, so the operation is not only pparent, open and fair, but also reduces the cost of financial management.

The process optimization of the 9. teams has become an urgent task for garment enterprises.

It is suggested that the flow of small quantity and variety can be optimized by small packet flow.

The single product flow (JIT) process optimization mode can be adopted for single product with large quantity and single variety, and the effect of counseling is very obvious.

A garment company produces jeans. Before the process optimization, 14-16 pairs of jeans per person per day are produced. After the process optimization, the per capita daily output reaches 19-22. The production efficiency of the same time, personnel, environment and equipment is completely different, and the single day output has increased by about 28%.

According to an increase of 6 per person's daily output, the production lines of 100 sewing workers can produce 600 jeans a day, and they can produce 180 thousand more in one year.

This is the substantial economic benefit that the lean production process optimization brings to the enterprise.

10. the garment production process is accomplished by team work. It is important to emphasize team spirit, and the delivery time is calculated in terms of time. Profits are also exchanged by time. Time is money, which is a true portrayal of the clothing industry.

The result of foreign trade order delay is air freight or deduct money. The delay of domestic brand design will affect the order to be held on time. The delay of production delivery is faced with the loss of the best selling season, resulting in product discount or unsalable inventory. Therefore, it is very important to establish a rapid production response mechanism. The Spanish ZRAR rapid operation mode may bring new inspiration to domestic brand clothing enterprises.

Innovation is the only way for enterprises to survive and develop. The content of clothing enterprises needs to be improved and optimized. The optimization of team processes can bring us 28% predictable results.

Other waste, such as internal consumables, equipment maintenance, handling, cutting, inventory and so on, can also be strengthened through process optimization.

Therefore, we must improve the consciousness of all staff, renew our concepts, strengthen learning and training, and use scientific system tools and methods to achieve this goal.